Unprofessional, Toxic and all things that you don't want in your employer - werkgeversreview Anonieme werknemer bij Engine

1,0
21 mei 2026
Anonieme werknemer
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Nothing that I can think of to be honest. It was a job, paid my bills.

Minpunten

Leadership often runs the company through favoritism and backchannel deals. Teams working on executive pet projects are sometimes rewarded through unofficial/secretive cash incentives, which creates a toxic and unfair culture. The company actively pushes employees to leave positive reviews online, so the glowing feedback should be taken with caution. The negative reviews are generally far more reflective of the actual employee experience. There is an entrenched inner circle of long-time employees who act as unofficial “culture gatekeepers.” They operate through gossip, politics and information sharing with leadership, creating a culture of surveillance and distrust. The business itself has very little real differentiation beyond negotiated hotel discounts and corporate rates. Most of the company’s economics depend on the hotel segment carrying the rest of the business, while several other products appear unprofitable or strategically weak.

Ontdek andere reviews over Engine

5,0
19 mei 2026
Anonieme werknemer
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Rocket Ship Company Competitive Salary Stock Options that are worth something Great teammates Not much bureaucracy or red tape

Minpunten

It is a difficult job and you have to work hard There is turnover with people who think they are ready for this company but are not

1,0
11 mei 2026
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Competitive base salary with commission potential when goals are met. Benefits were solid overall, and the office itself was nice. Weekly catered lunches were also a nice perk, and there were some good coworkers on the team.

Minpunten

Despite sometimes being positioned as hybrid, the role was fully in-office. The training program (“STP”) felt more fear-based than developmental, with constant pressure and the feeling that your job could be taken away at any point if expectations were not followed exactly. Quotas initially appeared manageable but ramped up very quickly. The structure also made it difficult to recover from a bad month because performance was tied to both monthly bookings and monthly revenue, with revenue goals heavily dependent on deals closed in previous months. Falling behind once often created a snowball effect that was nearly impossible to overcome. Lead quality and distribution were another challenge, as many leads were heavily overcalled. This made prospecting increasingly difficult and reduced the effectiveness of outreach. The office culture often felt immature and overly “bro culture” driven. Expectations changed frequently and were not always clearly communicated. There was also an expectation to work beyond normal hours, especially during training, which contributed to burnout early on. Additionally, there did not seem to be a real focus on employee development or real improvement plans. If performance slipped, employees were often simply let go rather than meaningfully coached through improvement.

5
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